Organization Studies最新文献_第3页

Organizing in the folding of time: Shaping organizational change trajectories at turning points 在时间的折叠中组织：在转折点塑造组织变革轨迹

IF 5.4 1区管理学

Organization Studies Pub Date : 2024-07-30 DOI: 10.1177/01708406241272935

Tor Hernes, Miriam Feuls

{"title":"Organizing in the folding of time: Shaping organizational change trajectories at turning points","authors":"Tor Hernes, Miriam Feuls","doi":"10.1177/01708406241272935","DOIUrl":"https://doi.org/10.1177/01708406241272935","url":null,"abstract":"Organizational change research has shown how change processes in organizations connect sequentially to form a trajectory of change through time; however, research has yet to offer an understanding of how ongoing organizational change integrates more distant change processes across time to shape the organization’s long-term trajectory. To better understand the dynamics between ongoing change and the shaping of trajectories, we refer to change processes as turning points, arguing that turning points are immanent to – and formative of – trajectories. We define turning points in terms of their definitional, directional and curvilinear features, which we relate to the shaping of organizational change trajectories. Drawing on Deleuze’s concept of the fold and the distinction between actual and singular events, we theorize how actors connect past and future turning points of the trajectory as singular events into enacting the actual events of the current turning point. Inspired by Deleuze’s conception of the fold, we then develop a theoretical framework for the shaping of organizational change trajectories at turning points. This framework contributes to current change research by explaining how ongoing change processes give shape to long-term trajectories that subsequently shape the ongoing process of change. It also contributes to the literature by proposing a more dynamic and central role of continuity in change. Finally, our use of Deleuze’s concept of the fold enables us to suggest how theorizing actors’ movement through time may extend current process views of time.","PeriodicalId":48423,"journal":{"name":"Organization Studies","volume":null,"pages":null},"PeriodicalIF":5.4,"publicationDate":"2024-07-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141870804","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Social Diversity and Precarious Organizations: An intersectional feminist perspective 社会多样性与不稳定组织：交叉女权主义视角

IF 5.4 1区管理学

Organization Studies Pub Date : 2024-07-26 DOI: 10.1177/01708406241257905

Elina Meliou, Ana Lopes, Steve Vincent, Mustafa F. Özbilgin, Dimitria Groutsis, Ramaswami Mahalingam, Linda Rouleau

引用次数: 0

Obituary: Barbara Czarniawska 讣告芭芭拉-查尔尼亚夫斯基

IF 5.4 1区管理学

Organization Studies Pub Date : 2024-07-26 DOI: 10.1177/01708406241266326

Kerstin Sahlin

引用次数: 0

Sayings and doings in practices: Enhancing practice-driven institutionalism with insights from the philosophy of embodiment 实践中的言行：用体现哲学的见解加强实践驱动的制度主义

IF 5.4 1区管理学

Organization Studies Pub Date : 2024-06-22 DOI: 10.1177/01708406241266314

Jan Goldenstein, Peter Walgenbach

{"title":"Sayings and doings in practices: Enhancing practice-driven institutionalism with insights from the philosophy of embodiment","authors":"Jan Goldenstein, Peter Walgenbach","doi":"10.1177/01708406241266314","DOIUrl":"https://doi.org/10.1177/01708406241266314","url":null,"abstract":"The practice-driven perspective in organizational institutionalism has proposed that what actors say and do is decisive for the enactment of practices in everyday situations. However, this perspective has predominantly considered the role of doings and has disregarded the distinct role of sayings used in everyday situations. Our theoretical argument proposes the co-constitutive coexistence of sayings and doings in the enactment of practices that explains why and when doings inform specific sayings and why and when sayings prefigure specific doings. Theorizing this coexistence reveals when it is that sayings bolster the reproduction and stabilization of doings, when they contribute to change, and when sayings cannot coordinate doings because actors literally cannot understand one another. We argue that the consideration of the coexistence of sayings and doings is relevant for practice-driven institutionalism, as it enables the differentiation of the situated impact of doings and sayings on the development of practices. To develop this argument, we build on insights from the embodiment perspective within the philosophy of mind (i.e., philosophy of embodiment), which suggests that the body and its sensorimotor states in practices play an instrumental role in cognition and language use.","PeriodicalId":48423,"journal":{"name":"Organization Studies","volume":null,"pages":null},"PeriodicalIF":5.4,"publicationDate":"2024-06-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141502789","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Effect of time pressure on informal advice relations across organizational units: Evidence from a study of collaboration within a Formula One racing team 时间压力对跨组织单位非正式建议关系的影响：来自一级方程式赛车队内部合作研究的证据

IF 5.4 1区管理学

Organization Studies Pub Date : 2024-06-12 DOI: 10.1177/01708406241261448

Andrew Parker, A. Lomi, Paola Zappa

{"title":"Effect of time pressure on informal advice relations across organizational units: Evidence from a study of collaboration within a Formula One racing team","authors":"Andrew Parker, A. Lomi, Paola Zappa","doi":"10.1177/01708406241261448","DOIUrl":"https://doi.org/10.1177/01708406241261448","url":null,"abstract":"Informal advice relations across units in an organization are beneficial for knowledge sharing and problem-solving. Prior research suggests that despite their benefits, there are costs to informal advice relations across units. However, the mechanisms by which these costs are mitigated remain unclear. We theorize that this lack of clarity is because work factors have not been sufficiently considered. We examine one such work factor, time pressure, and develop a cost-based explanation for how time pressure influences cross-unit advice relationships. We investigate two time-pressure levels. In the first, work is conducted under lower time pressure, and there is less likelihood of a negative outcome. In the second, work is conducted under higher time-pressure conditions, and there is a greater likelihood of a negative outcome. We theorize that under lower time-pressure conditions, the costs of advice relations across units are mitigated by reciprocal advice relationships. However, under higher time pressure, the cost of informal advice relations across units is higher owing to the need for quick coordination of advice, and these costs are mitigated by reciprocal advice relationships in conjunction with cross-unit formal workflow relationships. To test our hypotheses, we examine the informal advice network and formal workflow network in lower and higher time-pressure conditions among 118 members of the Information Technology and Systems division of a Formula One racing team. Our results indicate that under lower time-pressure conditions, reciprocal advice ties are sufficient to overcome costs. However, under higher time-pressure conditions, cross-unit advice ties are facilitated by reciprocal advice ties embedded in the workflow ties between units. Thus, our findings have implications for how knowledge is managed and how problems are solved in organizations.","PeriodicalId":48423,"journal":{"name":"Organization Studies","volume":null,"pages":null},"PeriodicalIF":5.4,"publicationDate":"2024-06-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141355136","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Keeping The Iron Cage from Closing: How Clashes Over Shared Principles Elicit Collective Authoring 防止铁笼关闭：共同原则的冲突如何引发集体创作

IF 5.4 1区管理学

Organization Studies Pub Date : 2024-06-10 DOI: 10.1177/01708406241261465

Lauri Pietinalho, Frank Martela

{"title":"Keeping The Iron Cage from Closing: How Clashes Over Shared Principles Elicit Collective Authoring","authors":"Lauri Pietinalho, Frank Martela","doi":"10.1177/01708406241261465","DOIUrl":"https://doi.org/10.1177/01708406241261465","url":null,"abstract":"When less hierarchical organizations attempt to avoid positional authority and rely more on the authority of shared principles, they are challenged to balance a relative open-endedness and sufficient consensus of those principles. However, situations inevitably arise when assertions about the principles clash, disturbing the sense of collective sharing of principles and so triggering tendencies to make the principles more rigid or default to positional rule. This paper explores how internal collective dialogue unfolds in such situations in the central online channels of three mid-sized Nordic software consultancies aspiring for less hierarchical, principles-based organizing. Our research reveals the emergence of ‘collective authoring’— peripheral participation that reacts to the distress stirred by the clash. The collective responds with tension-mediating remarks and, most markedly, with a polyphony of inquiries and musings that are attentive to what is unfolding but not stubbornly fortified with either side of the clash. We discover how this collective dialogue comes to embed the initial clash with the iteratively maturing and saturating soundscape of deliberations, gradually invoking a tacit sense of the collective understanding of the issue on the channels. The dialogues persist until the most acute sense of distress over the sharing of principles seems to dissolve. We discuss how our findings, by illuminating the role of ‘the collective,’ contribute to the extant conceptions of relational authority and less hierarchical organizing.","PeriodicalId":48423,"journal":{"name":"Organization Studies","volume":null,"pages":null},"PeriodicalIF":5.4,"publicationDate":"2024-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141360765","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Experimentation in Wicked Situations: How Activists Construct Pragmatic Action Frames 邪恶环境中的实验：活动家如何构建务实的行动框架

IF 5.4 1区管理学

Organization Studies Pub Date : 2024-06-10 DOI: 10.1177/01708406241261460

Paulo Savaget, Thomas Roulet, Marc Ventresca

{"title":"Experimentation in Wicked Situations: How Activists Construct Pragmatic Action Frames","authors":"Paulo Savaget, Thomas Roulet, Marc Ventresca","doi":"10.1177/01708406241261460","DOIUrl":"https://doi.org/10.1177/01708406241261460","url":null,"abstract":"Experimentation is key in wicked situations; it provides small wins while keeping several options open for the future. The literature is however scarce on how experimentation is framed, a crucial aspect to the understanding of how actors identify and pursue experiments in situations that are constantly changing and lack a clear resolution. We address this gap by drawing on the concept of ‘action frames’ and deploying a comparative case study of nine cases in diverse contexts in which activists experimented with wicked problems. We find that activists pragmatically shy away from pursuing a permanent solution to focus instead on achieving small wins, diagnosing ‘symptoms’ rather than ‘root causes’ of problems, and ‘working around’ institutional constraints instead of directly ‘confronting’ them. This pragmatic action frame prompts them to initiate pilot experiments that involve trial-and-error and collective learning, and that sometimes scaffold into cumulative small wins. Reflecting on our findings, we build a model of how pragmatic action frames fuel distributed possibilities to experiment in wicked situations. Our model contributes to the literature on wicked problems by revealing how activists ‘welcome’ complexity instead of ‘taming’ it. We contribute to the literature on action frames by demonstrating how multiple viable pragmatic action frames are constructed iteratively without threatening an alternative, dominant frame. Lastly, we contribute to the literature on robust action by demonstrating how pragmatic action frames pave the way for distributed experimentation and by unpacking the core attributes that make ‘robust actors’ accepting of open-ended wayfinding journeys.","PeriodicalId":48423,"journal":{"name":"Organization Studies","volume":null,"pages":null},"PeriodicalIF":5.4,"publicationDate":"2024-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141363103","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Organizations, Neoconservativism and New Chauvinism: Organizational receptivity to right-wing political strategies 组织、新保守主义和新沙文主义：组织对右翼政治战略的接受程度

IF 5.4 1区管理学

Organization Studies Pub Date : 2024-06-08 DOI: 10.1177/01708406241261459

N. Harding, Rana Tassabehji, Hugh Lee

{"title":"Organizations, Neoconservativism and New Chauvinism: Organizational receptivity to right-wing political strategies","authors":"N. Harding, Rana Tassabehji, Hugh Lee","doi":"10.1177/01708406241261459","DOIUrl":"https://doi.org/10.1177/01708406241261459","url":null,"abstract":"The first quarter of the 21st century is witnessing an efflorescence of right-wing populism that is flourishing in a period of heightened precarity, global trauma, anxiety and gross inequalities. One branch of right-wing populism, neoconservatism, aims to restore patriarchy; entry into organizations would help it achieve those ends. This paper uses an extreme case study of a profession in which chauvinism flourishes to examine organizations’ receptivity, at ‘shop-floor’ level, to neoconservative political ideologies and the restoration of patriarchy as an entry-route. Using Judith Butler’s work and psychoanalytical theory for theoretical inspiration we develop a theory of ‘chauvinizing’, i.e. the performative constitution of chauvinism. This incorporates a contrast between ‘old’ and ‘new’ chauvinism and the conscious and unconscious allure of misogynistic practices to practitioners. We argue that chauvinizing practices may offer neoconservatism both a means of entry into organizations and opposition to its infiltration. This paper contributes to political organization studies an understanding of how organizations may be permeated by unwelcome political activities, and a warning for organizations of the need for both wariness and strategies of resistance.","PeriodicalId":48423,"journal":{"name":"Organization Studies","volume":null,"pages":null},"PeriodicalIF":5.4,"publicationDate":"2024-06-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141370552","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Who’s afraid of the big, bad wolf? How corporations maintain hegemony by using counterinsurgency tactics to undermine activism 谁害怕大灰狼？企业如何利用反叛乱策略削弱激进主义来维持霸权

IF 5.4 1区管理学

Organization Studies Pub Date : 2024-06-06 DOI: 10.1177/01708406241261449

Charles Barthold, L. Branicki, Guillaume Delalieux

{"title":"Who’s afraid of the big, bad wolf? How corporations maintain hegemony by using counterinsurgency tactics to undermine activism","authors":"Charles Barthold, L. Branicki, Guillaume Delalieux","doi":"10.1177/01708406241261449","DOIUrl":"https://doi.org/10.1177/01708406241261449","url":null,"abstract":"We contribute to critical theory building in relation to political corporate social responsibility (PCSR) by conceptualizing the underlying processes and practices through which corporations seek to counter threats posed by activist groups. We argue that the problematic nature of PCSR is entangled not only in its state-like aims, but also in its covert deployment of military tactics towards the maintenance of corporate hegemony. We illuminate how corporations use counterinsurgency tactics to undermine the ability of activists to hold them accountable for their wrongdoing. Building on the work of Gramsci, we propose that counterinsurgency tactics combine elements of force and persuasion that enable corporations to maintain hegemony (i.e., secure consent over time). We ask: How are counterinsurgency tactics used by corporations to neutralize activist pressures and maintain corporate hegemony? We draw upon historical sources regarding the Nestlé infant milk boycott case to undertake a genealogical analysis that exposes counterinsurgency tactics enabling corporations to counter activists and sustain their hegemony. We find that Nestlé deployed four key counterinsurgency tactics to nullify activist pressures (suppressing external support, isolating the activist(s), capturing the dialogue, and covert intelligence gathering). From our analysis, we propose the term corporate counterinsurgency and theorize the historic use of corporate counterinsurgency tactics as an example of a hegemonic strategy that enables corporations to covertly undermine activist pressures. We conclude by calling for further reflexivity in organizational studies research on the military origins of PCSR, and by outlining how activist organizations might mobilize against corporate counterinsurgency tactics.","PeriodicalId":48423,"journal":{"name":"Organization Studies","volume":null,"pages":null},"PeriodicalIF":5.4,"publicationDate":"2024-06-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141380497","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Heat and organization studies: Organizing in a world approaching 50 degrees Celsius 热与组织研究：在接近 50 摄氏度的世界中组织工作

IF 5.4 1区管理学

Organization Studies Pub Date : 2024-06-06 DOI: 10.1177/01708406241261442

Domenico Dentoni

引用次数: 0